1 'A NEW WAY FORWARD' - SOCIAL ENTERPRISE STRATEGY 2017-2019
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19 1 ‘A NEW WAY FORWARD’ SOCIAL ENTERPRISE STRATEGY 2017-2019
‘A NEW WAY FORWARD’ Social Enterprise Strategy 2017-2019 2
‘A NEW WAY FORWARD’ Social Enterprise Strategy 2017-2019
1 CONTENTS
1
CONTENTS
1 INTRODUCTION......................................................................................................................... 2
1.1 Our Vision............................................................................................................................ 3
1.2 Mission.................................................................................................................................. 3
1.3 Definition of Social Enterprise................................................................................. 4
2 CONTEXT........................................................................................................................................ 6
2.1 Our Operating Environment..................................................................................... 7
2.2 The structures supporting SE.................................................................................... 7
3 THE STRATEGY............................................................................................................................ 8
3.1 Principles which underpin the strategy.............................................................. 9
3.2 The Four Pillars of the Strategy.............................................................................. 9
3.3 Pillar 1 – Creating Enabling Environments for SE......................................... 10
3.4 Pillar 2 – Leadership and Capacity........................................................................ 11
3.5 Pillar 3 – Increasing access to market lead workplace training.......... 13
3.6 Pillar 4 – Measuring Impact...................................................................................... 13
1
‘A NEW WAY FORWARD’ Social Enterprise Strategy 2017-2019 1 INTRODUCTION 22
‘A NEW WAY FORWARD’ Social Enterprise Strategy 2017-2019
People with education and training, who are in work, are less likely to offend.
That is the principal theme of this strategy document.
It was in recognition of the positive impact that securing employment plays in
reducing re-offending rates and creating safer communities that the Probation
Service and Irish Prison Service (IPS) established a Social Enterprise Steering
Committee in March 2016, supported by the Department of Justice and
Equality.
Its purpose was to oversee and drive the development of ‘social enterprise’
initiatives as a way of increasing employment rates of people with criminal
convictions. This would represent an alternative and complementary approach
to existing employment models in the sector.
1.1 OUR VISION
The development of a vibrant social enterprise sector,
supported by the Department of Justice and Equality, resulting
in people with convictions securing sustainable employment
leading to active citizenship, safer communities and fewer
victims. We see this activity being carried on in the so-called
‘Third Sector’ by which we mean that sector of the economy
consisting of non-governmental organisations.
1.2 MISSION
This initiative will engage multiple stakeholders and support
them to work together to develop social enterprises in Ireland
to support the employment of people with convictions. We
are committed to trialling new ways of working, changing
systems to work in line with good practice and encouraging
entrepreneurship and innovation.
3
‘A NEW WAY FORWARD’ Social Enterprise Strategy 2017-2019
1.3 DEFINITION OF SOCIAL ENTERPRISE
While awaiting the forthcoming National Social Enterprise Strategy and its agreed definition, we have adopted
the Fórfas Report definition of social enterprise as a working description for this Departmental strategy, viz:
‘A social enterprise is an enterprise: i) that trades for a social/
societal purpose; ii) where at least part of its income is earned
from its trading activity; iii) is separate from government; and iv)
where the surplus is primarily re-invested in the social objective.’1
This Social Enterprise Strategy is co-owned by the Department of Justice and Equality and its executive agen-
cies, the Irish Prison Service and the Probation Service. It is designed to operate within and support a wider
employment focused approach by both agencies than is currently in existence. Social enterprise is a new and
alternative approach to reducing recidivism rates by providing supported employment for those with criminal
convictions. It is not designed to replace current approaches along the continuum of care but rather comple-
ment them by providing another option for progression.
Research2 exploring the risks and rewards of social enterprises within the Irish criminal justice
sector found that there were policy implications and other structural barriers that needed to
be addressed to support the development of social enterprises.
Despite a recognition of the potential benefits of SE in the criminal justice sector, some key
barriers identified included:
· An acknowledgment by decision makers that there are limitations in knowledge and
awareness of SE within Ireland
· SEs need to be responsive to individual client and customer need, which requires flexibility
in funding structures
· The need for clear interagency and interdisciplinary structures to support decision-making
in relation to SE
· The need for leadership and specific entrepreneurial skills at all levels
· Management of public relations to harness support for SEs operating within the criminal
justice sector
The four pillars of this strategy aim to address the barriers identified in this research.
1 Fórfas Report (2013), ‘Social enterprise in Ireland: Sectoral opportunities and policy issues’, Dublin: Fórfas, available at: http://www.environ.ie/community/other/
social-enterprise
44 2 Cafferty, S., McCarthy, O., & Power. C., 2016, ‘Risk & tard: The development of social enterprise within the criminal justice sector in Ireland – some policy implica-
tions’. Irish Probation Journal, volume 13, October 2016.
‘A NEW WAY FORWARD’ Social Enterprise Strategy 2017-2019
5
‘A NEW WAY FORWARD’ Social Enterprise Strategy 2017-2019
2 CONTEXT
66
‘A NEW WAY FORWARD’ Social Enterprise Strategy 2017-2019
2.1 OUR OPERATING 2.2 THE STRUCTURES
ENVIRONMENT SUPPORTING SE
The Irish Prison Service (IPS) and the Probation Following an initial discussion workshop
Service both manage orders of the Criminal in February 2016, hosted by the Probation
Courts handed down in respect of convicted Service, it was agreed that a Steering
offenders. It is the work of the Irish Prison Committee should be established to oversee
Service to manage those sent to prison, the development of social enterprises in the
in the first instance, and the Probation to criminal justice sector. This workshop was
manage such offenders in the community. attended by key stakeholders from the Irish
Both organisations have as their primary goal Prison Service and Probation Service as well
the maintenance of public safety through the as representatives from the Departments of
reduction in offending of those in their care. Justice and Social Protection, the ‘Third Sector’,
researchers, academics and entrepreneurs.
Increasingly, offenders sentenced to periods in
custody have periods under supervision in the The first meeting of the newly established
community after release. For the majority of Social Enterprise (SE) Steering Committee
those incarcerated, and for those sentenced to took place in May 2016 where the future
sanctions in the community, the factors which direction of the committee was discussed and
lead to the risk of re-offending are the same. agreed. Terms of reference were developed
Lack of employment, abuse of alcohol and with the action of recruiting a SE Project
drugs, anti-social attitudes and companions, Manager to drive the development of the
emotional and personal difficulties, poor strategy as a priority. The committee had two
educational achievement, family problems, subsequent meetings in 2016.
and lack of housing or accommodation are
prominent among them. Such multiple needs A SE Project Manager was identified, appointed
are often interrelated and mutually reinforcing. and commenced work in the role at the end of
November 2016. The Project Manager is jointly
The Irish Prison Service and the Probation supported by the Irish Prison and Probation
Service need to bring together partners to Service and reports directly to the committee.
develop and deliver responses that work to She is accommodated by the Probation Service
address the cycles of sustained offending and supported by a Principal Officer in IPS.
behaviour. Criminal justice agencies need to
have strong links with community resources so In consultation with the SE Steering
that work can start early in a persons’ time in Committee3, the Project Manager developed
custody or on supervision in the community, a 12-month action plan in order to support the
building motivation and planning for release. development of a SE Strategy and other key
activities for the sector. This action plan focuses
on five key objectives with seven practical
actions. This plan formed the foundation for
this four pillar strategy which supports the
development of social enterprise within the
FOR THE MAJORITY criminal justice sector. The Irish Prison Service
OF THOSE and Probation Service developed this strategy
INCARCERATED, with full recognition that the very nature
AND FOR THOSE of commercial businesses is that a certain
SENTENCED TO percentage will not succeed.
SANCTIONS IN THE The Department of Arts, Heritage, Regional,
COMMUNITY, THE Rural and Gaeltacht Affairs has the
FACTORS WHICH responsibility of developing the National Social
LEAD TO THE RISK OF Enterprise Strategy which is expected to be
RE-OFFENDING ARE published in late 2017. The Social Enterprise
Steering Committee are committed to carry
THE SAME. out a mid-term review of the four pillars and
actions to ensure greater alignment with the
National Strategy once published.
3 Committee members include: Vivian Geiran (Director of the Probation Service), Michael Donnellan (Director of the Irish Prison Service), Domini Kemp (entrepre-
neur, chef and author), Kieran Moylan (Principal Officer, Care & Rehabilitation Directorate, Irish Prison Service), Brendan Whelan (Social Finance Foundation),
7
Noel Dowling (Principal, Prisons & Probation Unit, Dept. of Justice and Equality), John Gallagher (Social Enterprise Task Force).
‘A NEW WAY FORWARD’ Social Enterprise Strategy 2017-2019 3 THE STRATEGY 88
‘A NEW WAY FORWARD’ Social Enterprise Strategy 2017-2019
3.1 PRINCIPLES WHICH UNDERPIN THE STRATEGY
· The strategy will support development of SE within prisons and through community based
organisations partially or fully funded by the Probation Service. It will also support devel-
opment of SE with new and existing social businesses not currently operating within the
criminal justice sector
· We will work in partnership with all stakeholders. We understand that expertise from multiple
sectors is required to create successful social businesses
· When we do it, we do it properly. We will learn from business and research and commit to
high quality planning, management and evaluation of all new initiatives
· We will measure what counts. To ensure that we are making a difference, we will use good
practice impact measurement
3.2 THE FOUR PILLARS OF THE STRATEGY
Department of Justice and Equality
Social Enterprise Strategy
Social Enterprise Steering Committee
PILLAR ONE PILLAR TWO PILLAR THREE PILLAR FOUR
Creating Developing Increasing Measuring
Enabling Leadership Access to Impact
Environments & Capacity Markets &
for SE Developing
SE Business
Partnerships
9‘A NEW WAY FORWARD’ Social Enterprise Strategy 2017-2019
3.3 PILLAR 1 – CREATING ENABLING ENVIRONMENTS FOR SE
3.3.1 Address insurance restrictions for businesses, 3.3.7 Structures & supports are developed and
including social enterprise, who are open to implemented to facilitate the assessment of
recruit people with convictions SE applications to the Irish Prison Service and
Probation Service
KPI – 1) Multi-departmental approach to
overcome insurance restrictions for businesses, KPI – 1) SE business model assessment process
including social enterprises, open to recruiting is developed, implemented and administered by
people with convictions both justice agencies and supported by external
business partners, 2) SEs operating within the
3.3.2 Prisoner Pay for engagement in external criminal justice sector are supported to increase
employment including social enterprises employment and work experience/training
opportunities for people with convictions
KPI – 1) Clear procedures in place for managing
the employment and payment of prisoners’ 3.3.8 Ensure procurement processes are accessible
remuneration, on Temporary Release (T.R), by to SEs through the implementation of social
approved businesses, including social enterprises clauses and social enterprise preferred clauses
external to prison estates in accordance with the Office of Government
Procurement guidelines (forthcoming)
3.3.3 Establish a gaps and blocks reporting process
that facilitates the capturing of any unforeseen KPI – 1) The Department of Justice and Equality,
barriers to the development of SEs within the and its agencies, include social clauses and
sector and subsequent solutions, as a mechanism social enterprise preferred clauses in appropriate
of supporting social entrepreneurs and start-up procurement processes, in accordance with the
SEs Office of Government Procurement guidelines
to support external contractors to provide
KPIs - 1) Number and type of gaps and blocks
employment to people with convictions ; 2)
hindering the development of social businesses
SEs apply for specific tenders following the
and entrepreneurship are reported along with
introduction of SE preferred clauses
solutions identified and implemented, 2) Number
of gaps and blocks reported and resolved 3.3.9 Liaise with IASIO in order to link people with
convictions into SEs, as well as other referral
3.3.4 Explore the feasibility and implementation of
routes, as an alternative progression route
Certificates of Employability in Ireland to increase
employment opportunities and to address KPI – 1) IASIO personnel nationwide are familiar
licensing issues for SEs and for employers in and aware of local SEs, as well as other referral
general options, that are in a position to receive referrals
for people with convictions, 2) No. of people
KPI – 1) Report on potential for the
referred to SEs by IASIO recorded along with the
implementation of Certificates of Employability
outcomes of these referrals
with recommendations agreed by key agencies, 2)
recommendations implemented 3.3.10 Develop a positive media strategy highlighting
the multi-faceted benefits of social enterprise
3.3.5 Ensuring progression from SEs into the
activities within the criminal justice sector
mainstream workplace
KPI – 1) Clear media strategy developed and
KPI – 1) Support start-up and existing SEs
implemented to ensure consistent, positive
employing people with convictions to ensure
messages resulting from social enterprises
progression for their employees into the
regularly filter out to the general public promoting
mainstream labour market; 2) progression
improved perceptions and community support
outcomes recorded
3.3.6 Explore the introduction of a ring fenced seed
funding stream specifically to support SE activity
within the criminal justice sector and one that
facilitates access to existing SE financial supports
KPI – 1) Multi-departmental meetings held
to explore the feasibility and administrative
implications of a specific SE seed funding stream
that complements existing financial support
1010 structures‘A NEW WAY FORWARD’ Social Enterprise Strategy 2017-2019
3.4 PILLAR 2 – LEADERSHIP AND CAPACITY
3.4.1 Develop a range of training supports and 3.4.3 In collaboration with social enterprises, as
resources on SE (including guides, mentoring well as community organisations with relevant
programmes and consultancy) for people expertise, organise awareness raising events
working within statutory management roles, on all aspects of SE targeting criminal justice
procurement, CBOs and prison environments personnel and agencies
KPIs - 1) Training and support needs analysis KPIs -1) SE information events organised
undertaken, 2) Range of training, supports and targeting key stakeholders at decision making
resources developed, 3) Training, supports and and operational levels, supported by various SE
resources evaluated network organisations; 2) Events delivered and
evaluated
3.4.2 Accessing resources to support the
implementation of the strategy 3.4.4 Develop learning communities to support
knowledge sharing in new and existing SEs
KPIs – 1) Resourcing plan developed featuring
a range of funding options from statutory KPIs – 1) Online learning community developed
and philanthropic sources supporting the to share expertise and knowledge amongst SEs
implementation of this statutory, 2) required operating within the criminal justice sector
resources, financial and others, are accessed
from a range of sources which facilitate the
implementat and progression of this strategy
11‘A NEW WAY FORWARD’ Social Enterprise Strategy 2017-2019 1212
‘A NEW WAY FORWARD’ Social Enterprise Strategy 2017-2019
3.5 PILLAR 3 – INCREASING 3.5.6 Explore promotion and sale of products on a
ACCESS TO MARKETS & purely commercial basis with retail partners, to
DEVELOPING SE BUSINESS enable stand-alone testing and marketability
PARTNERSHIPS of products produced. Seek a relevant main
street partner for selected product(s), which
3.5.1 Maximise links between prison & CBO-based would be marketed on a commercial basis as
training to ensure it is labour market led & well as through a designated pilot outlet
meets the needs of employers, including social
enterprises KPIs – 1) Report completed on the testing
and marketability of products as well as
KPIs – 1) Definition / quality indicators for partnerships explored with main street retailers
labour market led training established, 2) Audit open to selling these products
of existing programmes undertaken against
quality indicators, 2) number of new / revised 3.5.7 Pilot the effectiveness of an urban outlet
training programmes that meet the quality market facility in assisting with the commercial
indicators sale of goods produced within criminal justice
agencies
3.5.2 Liaise with specific employer organisations,
including social businesses, in conjunction KPIs – 1) Appropriate commercial site secured
with IASIO, to conduct an employer needs & stocked with marketable goods produced
assessment for labour market areas with within criminal justice agencies; 2) Goods
employment gaps sold by consignment; 3) Evaluation of pilot
completed
KPIs – 1) Employer needs assessments
conducted; 2) Report compiled on results; 3) 3.6 PILLAR 4 –MEASURING IMPACT
Report disseminated to key stakeholders
3.6.1 Establish an input & outcomes framework for
3.5.3 Explore the feasibility and promotion of measurement of all new schemes and SEs with
new and existing incentivised employment guidance and measurement tools to include
schemes for businesses open to recruiting measurement of commercial activity as well as
people with convictions, in conjunction with social impact
IASIO
KPIs – 1) Framework developed, 2) high quality
KPIs – 1) Report compiled on the feasibility data attained in relation to all interventions
of new incentivised employment schemes
3.6.2 Develop national information gathering
in operation in other jurisdictions as well as
system to support analysis of impact of
recommendations for the promotion of existing
national programme
schemes in Ireland specifically for employers
open to recruiting people with convictions KPIs – 1) Key data agreed, 2) system
established to gather data, 3) data collected to
3.5.4 Support prison and community based work
a high standard
place training schemes to sell products
3.6.3 Undertake cost benefit analysis / Social Return
KPIs – 1) Feasibility study to explore potential
On Investment (SROI) on any significant new
markets which can be developed, based on
programmes to measure social value impact
potential products which can be produced in
across a number of variables
prison setting, 2) business plan developed for 1
or more business opportunities, 3) turnover of KPIs – 1) Understanding of the cost benefits of
new business various social enterprise models 2) Mechanisms
in place to clearly demonstrate the return on
3.5.5 Develop a universal brand and marketing plan
investment using evidence based social value
for bringing goods and services made within
measurement tools
criminal justice agencies to the marketplace
KPIs – 1) Universal brand developed alongside
a comprehensive marketing plan; 2) Products
sold in the marketplace
13Department of Justice and Equality 51 St. Stephen’s Green Dublin 2 D02 HK52 Lo-call: 1890 221 227 Web: www.justice.ie Twitter: @DeptJusticeIRL
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